Social Capital, Human Value Creation, and the Organizational Performance of Small Businesses in Butembo, Democratic Republic of Congo
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Abstract
Social capital arises from the relationships, connection, and trustworthiness of people who stay in a group, organization, or community to improve knowledge and create human performance. In this study, the effect of social capital on human value creation (including knowledge, ability, and skills) and performance was examined in Butembo, Democratic Republic of Congo. In the study, a purposive sampling technique was used to select 168 respondents composed of office workers from established organizations and businesses. A structured questionnaire was constructed to collect data about respondent profiles and the influence of social capital on human value creation and organizational performance. As a result, it was concluded that the main contributor to organizational performance was human value. Social capital was thus the principal catalyst in enhancing human value and helping to bring about effective and efficient interactions among employees to develop knowledge, improve their performance, and bring value to the daily operations of their organizations.
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